University of Mumbai

GNVS Institute of Management

GTB Nagar, Sion-Koliwada(E), Mumbai-400037

Final year project report

A.Y. 2019-2020
Submitted in Partial Fulfilment of
Masters in Management Studies
(Specialization: Finance)

(Topic: A project report on IndiGo Airline activities of

Colgate-Palmolive during COVID-19)

Submitted by:
Name: Pranita Prakash Kamble
Roll No: 201847

Under the Guidance of

Professor Name: Dr. Ketan Vira
 DECLARATION

I hereby declare that the Final Year Project Report submitted for the MMS Degree
programme at GNVS Institute of Management (Affiliated to University of
Mumbai).

Place: Navi Mumbai

Date:

(Pranita Prakash Kamble)

Signature of the Student

 Certificate

This is to certify that the Final Year Project Report is the bonafide internship work,
carried out by Ms. Pranita Prakash Kamble, student of MMS programme, at GNVS
Institute of Management (Affiliated to University of Mumbai) in partial fulfillment
of the requirements for the award of the Degree of Master in Management
Studies.

Place: Mumbai
Signature of Student
Date:

Signature of Internal Guide Signature of External Examiner

College seal Signature of Director

 ACKNOWLEDGEMENTS

I am grateful to GNVS Institute of Management for giving me an opportunity to

pursue MMS programme. I wish to thank Dr. R. K. Saily, Director, GNVS Institute
of Management who has been a perpetual source of inspiration and offered
valuable suggestions.

I am indebted to my Guide (Dr. Ketan Vira), GNVS Institute of Management, for

providing guidance, support, and encouragement throughout my Study.

Place: Mumbai

Date:

Signature of the student

(Pranita Prakash Kamble)

 INDEX

Page
Particulars
Sr No no.

01 Introduction

02 Review of Literature

03 Research Methodology

04 Objective of the study

05 Analysis

06 Findings

07
Conclusion
08 Bibliography
CHAPTER I: - INTRODUCTION

IndiGo is an Indian low-cost airline headquartered in Gurugram, Haryana, India. It

is the largest airline in India by passengers carried and fleet size, with a 47.5%
domestic market share as of November 2019.It is also the largest individual Asian
low-cost carrier in terms of jet fleet size and passengers carried, and the sixth
largest carrier in Asia with over 64 million passengers carried in financial year
2018–19.

The airline operates 1500 flights every day to 87 destinations – 63 domestic and
24 international. It has its primary hub at Indira Gandhi International Airport,
Delhi.

The airline was founded as a private company by Rahul Bhatia of Inter Globe
Enterprises and Rakesh Gangwal, a United States-based expatriate Indian in 2006.
It took delivery of its first aircraft in July 2006 and commenced operations a month
later. The airline became the largest Indian carrier by passenger market share in
2012. The company went public in November 2015.
IndiGo is India’s largest passenger airline with a market share of 48% as
of February, 2020. We primarily operate in India’s domestic air travel market as a
low-cost carrier with focus on our three pillars – offering low fares, being on-time
and delivering a courteous and hassle-free experience. IndiGo has become
synonymous with being on-time.

Since our inception in August 2006, we have grown from a carrier with one plane
to a fleet of 261 aircraft today. A uniform fleet for each type of operation, high
operational reliability and an award winning service make us one of the most
reliable airlines in the world. IndiGo has a total destination count of 87 with 63
domestic destinations and 24 International. This includes two destinations: Aizawl
and Agra in India which are open for sale.

Fourteen codeshare destinations beyond Istanbul on Turkish Airlines are also open
for sale. They include, Athens (ATH), Budapest (BUD), Brussels (BRU), Tel Aviv
(TLV), Malta (MLA), Paris (CDG), Dublin (DUB), Copenhagen (CPH), Prague
(PRG), Vienna (VIE), Zurich (ZRH), Amsterdam (AMS), London Gatwick (LGW)
and London Heathrow (LHR).
History: -

IndiGo was founded in 2006 as a private company by Rahul Bhatia of InterGlobe

Enterprises and Rakesh Gangwal, a United States-based NRI. InterGlobe had a
51.12% stake in IndiGo and 47.88% was held by Gangwal's Virginia-based
company Caelum Investments. IndiGo placed a firm order for 100 Airbus A320-
200 aircraft in June 2005 with plans to begin operations in mid-2006. IndiGo took
delivery of its first aircraft on 28 July 2006, nearly a year after placing the order.

It commenced operations on 4 August 2006 with a service from New Delhi to

Imphal via Guwahati. By the end of 2006, the airline had six aircraft and nine more
aircraft were acquired in 2007. In December 2010, IndiGo replaced state-run
carrier Air India as the third largest airline in India, behind Kingfisher Airlines and
Jet Airways with a passenger market share of 17.3%.

In 2011, IndiGo placed an order for 180 Airbus A320 aircraft in a deal worth
US$15 billion. In January 2011, after completing five years of operations, the
airline got permission to launch international flights. In December 2011, the
DGCA expressed reservations that the rapid expansion could impact passenger
safety.

In February 2012, IndiGo took delivery of its 50th aircraft, less than six years after
it began operations. For the quarter ending March 2012, IndiGo was the most
profitable airline in India and became the second largest airline in India in terms of
passenger market share. On 17 August 2012, IndiGo became the largest airline in
India in terms of market share surpassing Jet Airways, six years after commencing
operations. In January 2013, IndiGo was the second-fastest-growing low-cost
carrier in Asia behind Indonesian Airline Lion Air. In February 2013, following
the announcement of the civil aviation ministry that it would allow IndiGo to take
delivery of only five aircraft that year, the airline planned to introduce low-cost
regional flights by setting up a subsidiary.
Later, IndiGo announced that it planned to seek permission from the ministry to
acquire four more aircraft, therefore taking delivery of nine aircraft in 2013.As of
March 2014, IndiGo is the second-largest low-cost carrier in Asia in terms of seats
flown.

In August 2015, IndiGo placed an order for 250 Airbus A320neo aircraft worth
$27 billion, making it the largest single order ever in Airbus history. IndiGo
announced a ₹32 billion (US$450 million) initial public offering on 19 October
2015 which opened on 27 October 2015.

In October 2019, IndiGo placed another order for 300 Airbus A320neo aircraft
worth $33 billion (₹2.3 lakh crore), surpassing its own record of the largest single
order ever in Airbus history.

In December 2019, the airline became first Indian airline to operate 1,500 daily
flights. As of December 31, 2019, the airline's fleet size is more than 250 aircraft,
becoming India's first airline to do so.

Corporate affairs

 Ownership and structure

Interglobe Aviation Limited is publicly traded under NSE: INDIGO, with a market
capitalization of about ₹32,709.61 Cr as of 23 March 2020.

 Headquarters

IndiGo is headquartered in Gurgaon, India. Ronojoy Dutta is currently the CEO of

InterGlobe Aviation.
Destinations

As of March 2020, IndiGo operates more than 1500 daily flights to 87 destinations,
63 in India and 24 abroad. Its main base is located at Delhi, with additional bases
at Bangalore, Chennai, Hyderabad, Kolkata, Mumbai, Jaipur and Ahmedabad. In
January 2011, IndiGo received a license to operate international flights after
completing five years of operations. IndiGo's first international service was
launched between New Delhi and Dubai on 1 September 2011.

Codeshare agreements

IndiGo codeshares with the following airlines:

Qatar Airways

Turkish Airlines
Fleet

As of March 2020, IndiGo operates the following aircraft

IndiGo fleet

In
Aircraft Orders Passengers Notes
service

Airbus Older aircraft to be phased

123 — 180
A320-200 out by 2022

180
Airbus
100 232
A320neo
186

Airbus Last 248 orders are a mix of

14 384 222
A321neo A321LR and A321XLR.

ATR 72-600 25 25 74

Total 261 643

The Preferred Airline

IndiGo is not only the most efficient low fare operator domestically but is also
comparable with global low cost airlines. We are constantly enhancing our
engagement with our passengers to augment their travel experience. From
multichannel direct sales (including online flight booking, call centres and airport
counters), to online flight status checking, an exclusive IndiGo app for Android,
we have transformed air travel in India. Today, we are India’s most preferred
airline. At IndiGo, low fares come with high quality.

Great Place to Work

Being courteous and hassle free starts with being a hassle-free place to work. A
highly engaged and motivated workforce leads to higher levels of customer service.
Our state-of-the-art ‘ifly’ facility is designed to deliver a real-time training
experience to all our new recruits. This training facility is considered to be one the
best aviation training facilities in India. With our people-friendly culture at the
heart of all we do, we continuously help the company staff find work-life balance.
Ten years in a row, IndiGo continues to be amongst the best organizations to work
for in India and has been named Aon’s Best Employer, 2017.

IndiGo Reach

Our Corporate Social Responsibility (CSR) initiative IndiGo Reach focuses on

three broad themes: Children and Education, Women Empowerment and
Environment. We work towards upliftment of communities not just around us but
also far-flung areas in the country. After all, India’s holistic progress is rooted in
the collective aspirations of its people.
Facts and Figures

 10 consecutive years of Profitable operations.

 Market share of 48% as of February, 2020.
 Fleet of 261 aircraft including 100 new generation A320 NEOs, 123 A320
CEOs, 25 ATRs and 13 A321 NEO.
 Recognized as ‘Great Place to Work for in India’ for 8 years in a row (2008-
2015).
 Named as Aon’s Best Employer for the year 2016 and 2017.

Mission: IndiGo is in line with the “strategic plan of the ministry of civil aviation
(MOCA) for 2010-15’, with recognizes the need of growth”.

Vission: IndiGo to go ahead with fleet expansion

Values:

 High quality customer service.

 Clear and open communication to ensure the best results.
 Reliability and integrity as a strong foundation for building
 Efficient service and quality products.
 Innovative thinking.
 A sustainable environment to be enjoyed by future generations.
 The importance of enjoying life and work.
Global Competitors: -
CORONAVIRUS (COVID 19)

The name "coronavirus" is derived from Latin corona, meaning "crown" or

"wreath", itself a borrowing from Greek κορώνη korṓnē, "garland, wreath". The
name was first used in 1968 by an informal group of virologists in the journal
Nature to designate the new family of viruses. The name refers to the characteristic
appearance of virions (the infective form of the virus) by electron microscopy,
which have a fringe of large, bulbous surface projections creating an image
reminiscent of a crown or of a solar corona. This morphology is created by the viral
spike peplomers, which are proteins on the surface of the virus.

Coronavirus disease (COVID-19) is an infectious disease caused by a newly

discovered coronavirus.

Coronaviruses are a group of related viruses that cause diseases in mammals and
birds. In humans, coronaviruses cause respiratory tract infections that can range
from mild to lethal.

Mild illnesses include some cases of the common cold (which has other possible
causes, predominantly rhinoviruses), while more lethal varieties can cause SARS,
MERS, and COVID-19. Symptoms in other species vary: in chickens, they cause
an upper respiratory tract disease, while in cows and pigs they cause diarrhoea.
There are yet to be vaccines or antiviral drugs to prevent or treat human coronavirus
infections.

Coronaviruses constitute the subfamily Orthocoronavirinae, in the family

Coronaviridae, order Nidovirales, and realm Riboviria. They are enveloped viruses
with a positive-sense single-stranded RNA genome and a nucleocapsid of helical
symmetry. The genome size of coronaviruses ranges from approximately 26 to 32
kilobases, one of the largest among RNA viruses.

They have characteristic club-shaped spikes that project from their surface, which
in electron micrographs create an image reminiscent of the solar corona from which
their name derives.
Most people infected with the COVID-19 virus will experience mild to moderate
respiratory illness and recover without requiring special treatment. Older people,
and those with underlying medical problems like cardiovascular disease, diabetes,
chronic respiratory disease, and cancer are more likely to develop serious illness.

The best way to prevent and slow down transmission is being well informed about
the COVID-19 virus, the disease it causes and how it spreads. Protect yourself and
others from infection by washing your hands or using an alcohol based rub
frequently and not touching your face.

The COVID-19 virus spreads primarily through droplets of saliva or discharge

from the nose when an infected person coughs or sneezes, so it’s important that
you also practice respiratory etiquette (for example, by coughing into a flexed
elbow).

At this time, there are no specific vaccines or treatments for COVID-19. However,
there are many ongoing clinical trials evaluating potential treatments. WHO will
continue to provide updated information as soon as clinical findings become
available.
DISCOVERY: -

Coronaviruses were first discovered in the 1930s when an acute respiratory

infection of domesticated chickens was shown to be caused by infectious bronchitis
virus (IBV). In the 1940s, two more animal coronaviruses, mouse hepatitis virus
(MHV) and transmissible gastroenteritis virus (TGEV), were isolated.

Human coronaviruses were discovered in the 1960s. The earliest ones studied were
from human patients with the common cold, which were later named human
coronavirus 229E and human coronavirus OC43. They were first imaged by
Scottish virologist June Almeida at St. Thomas Hospital in London.

Other human coronaviruses have since been identified, including SARS-CoV in

2003, HCoV NL63 in 2004, HKU1 in 2005, MERS-CoV in 2012, and SARS-CoV-
2 in 2019. Most of these have involved serious respiratory tract infections.

Life cycle: -

Entry: - Infection begins when the viral spike (S) glycoprotein attaches to its
complementary host cell receptor. After attachment, a protease of the host cell
cleaves and activates the receptor-attached spike protein. Depending on the host
cell protease available, cleavage and activation allows the virus to enter the host
cell by endocytosis or direct fusion of the viral envelop with the host membrane.

On entry into the host cell, the virus particle is uncoated, and its genome enters the
cell cytoplasm. The coronavirus RNA genome has a 5′ methylated cap and a 3′
polyadenylated tail, which allows the RNA to attach to the host cell's ribosome for
translation.

The host ribosome translates the initial overlapping open reading frame of the virus
genome and forms a long polyprotein. The polyprotein has its own proteases which
cleave the polyprotein into multiple non-structural proteins.
Replication: - A number of the non - structural proteins coalesce to form a multi-
protein replicase-transcriptase complex (RTC). The main replicase-transcriptase
protein is the RNA-dependent RNA polymerase (RdRp). It is directly involved in
the replication and transcription of RNA from an RNA strand. The other non-
structural proteins in the complex assist in the replication and transcription process.
The exoribonuclease non-structural protein, for instance, provides extra fidelity to
replication by providing a proofreading function which the RNA-dependent RNA
polymerase lacks.

One of the main functions of the complex is to replicate the viral genome. RdRp
directly mediates the synthesis of negative-sense genomic RNA from the positive-
sense genomic RNA. This is followed by the replication of positive-sense genomic
RNA from the negative-sense genomic RNA.

The other important function of the complex is to transcribe the viral genome.
RdRp directly mediates the synthesis of negative-sense sub genomic RNA
molecules from the positive-sense genomic RNA. This is followed by the
transcription of these negative-sense sub genomic RNA molecules to their
corresponding positive-sense mRNAs.

Release: - The replicated positive-sense genomic RNA becomes the genome of the
progeny viruses. The mRNAs are gene transcripts of the last third of the virus
genome after the initial overlapping reading frame. These mRNAs are translated
by the host's ribosomes into the structural proteins and a number of accessory
proteins. RNA translation occurs inside the endoplasmic reticulum.

The viral structural proteins S, E, and M move along the secretory pathway into
the Golgi intermediate compartment. There, the M proteins direct most protein-
protein interactions required for assembly of viruses following its binding to the
nucleocapsid. Progeny viruses are then released from the host cell by exocytosis
through secretory vesicles.
Transmission: -

The interaction of the coronavirus spike protein with its complement host cell
receptor is central in determining the tissue tropism, infectivity, and species range
of the virus. The SARS coronavirus, for example, infects human cells by attaching
to the angiotensin-converting enzyme 2 (ACE2) receptor.

Characteristics of human coronavirus strains

MERS-CoV, SARS-CoV, SARS-CoV-2, and related
diseases

MERS-CoV SARS-CoV SARS-CoV-

2

Disease MERS SARS COVID-19

Outbreaks 2012, 2015, 2002–2004 2019–2020

2018 pandemic

Epidemiology

Date of first June November December

identified case 2012 2002 2019

Location of first Jeddah, Shunde, Wuhan,

identified case Saudi Arabia China China

Age average 56 44 56

Sex ratio (M:F) 3.3:1 0.8:1 1.6:1

Confirmed cases 2494 8096 2,159,450

Deaths 858 774 145,568

Case fatality rate 37% 9.2% 6.7%

Symptoms

Fever 98% 99–100% 87.9%

Dry cough 47% 29–75% 67.7%

Dyspnea 72% 40–42% 18.6%

Diarrhoea 26% 20–25% 3.7%

Sore throat 21% 13–25% 13.9%

Ventilator use 24.5%[66] 14–20% 4.1%

1.2 ABOUT CORPORATE SOCIAL RESPONSIBILITY: -

What is Corporate Social Responsibility (CSR)?

Corporate social responsibility (CSR) is a self-regulating business model that helps

a company be socially accountable—to itself, its stakeholders, and the public. By
practicing corporate social responsibility, also called corporate citizenship,
companies can be conscious of the kind of impact they are having on all aspects of
society, including economic, social, and environmental.

To engage in CSR means that, in the ordinary course of business, a company is

operating in ways that enhance society and the environment, instead of contributing
negatively to them.
Understanding Corporate Social Responsibility (CSR)

Corporate social responsibility is a broad concept that can take many forms
depending on the company and industry. Through CSR programs, philanthropy,
and volunteer efforts, businesses can benefit society while boosting their brands.

As important as CSR is for the community, it is equally valuable for a company.

CSR activities can help forge a stronger bond between employees and
corporations; boost morale; and help both employees and employers feel more
connected with the world around them.

For a company to be socially responsible, it first needs to be accountable to itself

and its shareholders. Often, companies that adopt CSR programs have grown their
business to the point where they can give back to society. Thus, CSR is primarily
a strategy of large corporations. Also, the more visible and successful a corporation
is, the more responsibility it has to set standards of ethical behaviour for its peers,
competition, and industry.

Special Considerations

In 2010, the International Organization for Standardization (ISO) released a set of

voluntary standards meant to help companies implement corporate social
responsibility. Unlike other ISO standards, ISO 26000 provides guidance rather
than requirements because the nature of CSR is more qualitative than quantitative,
and its standards cannot be certified.

Instead, ISO 26000 clarifies what social responsibility is and helps organizations
translate CSR principles into practical actions. The standard is aimed at all types
of organizations, regardless of their activity, size, or location. And, because many
key stakeholders from around the world contributed to developing ISO 26000, this
standard represents an international consensus.
KEY TAKEAWAYS

 Corporate social responsibility is important to both consumers and

companies.
 Starbucks is a leader in creating corporate social responsibility programs in
many aspects of its business.
 Corporate responsibility programs are a great way to raise morale in the
workplace.

For a company to be socially responsible, it first needs to be accountable to itself

and its shareholders. Often, companies that adopt CSR programs have grown their
business to the point where they can give back to society. Thus, CSR is primarily
a strategy of large corporations. Also, the more visible and successful a corporation
is, the more responsibility it has to set standards of ethical behaviour for its peers,
competition, and industry.

Example of Corporate Social Responsibility

Long before its initial public offering (IPO) in 1992, Starbucks was known for its
keen sense of corporate social responsibility, and commitment to sustainability and
community welfare. According to the company, Starbucks has achieved many of
its CSR milestones since it opened its doors. As per its 2018 "Global Social Impact
Report," these milestones include "reaching 99% of ethically sourced coffee,
creating a global network of farmers, pioneering green building throughout its
stores, contributing millions of hours of community service, and creating a ground
breaking college program for its partner/employees."

Starbucks’ goals for 2020 and beyond include hiring 10,000 refugees across 75
countries, reducing the environmental impact of its cups, and engaging its
employees in environmental leadership.

Today there are many socially responsible companies whose brands are known for
their CSR programs, such as Ben & Jerry's ice cream and Ever lane, a clothing
retailer.
Corporate social initiatives

Corporate social responsibility includes six types of corporate social initiatives:

 Corporate philanthropy: company donations to charity, including cash,

goods, and services, sometimes via a corporate foundation
 Community volunteering: company-organized volunteer activities,
sometimes while an employee receives pay for pro-bono work on behalf of a
non-profit organization
 Socially-responsible business practices: ethically produced products which
appeal to a customer segment
 Cause promotions and activism: company-funded advocacy campaigns
 Cause-related marketing: donations to charity based on product sales
 Corporate social marketing: company-funded behaviour-change campaigns

All six of the corporate initiatives are forms of corporate citizenship. However,
only some of these CSR activities rise to the level of cause marketing, defined as
"a type of corporate social responsibility (CSR) in which a company's promotional
campaign has the dual purpose of increasing profitability while bettering society."

Companies generally do not have a profit motive when participating in corporate

philanthropy and community volunteering. On the other hand, the remaining
corporate social initiatives can be examples of cause marketing, in which there is
both a societal interest and profit motive.
1.3. CORPORATE SOCIAL RESPONSIBILITY (INDIGO): -

1. Children and Education: -

Education is a core pillar of our commitment towards transforming lives and

strengthening one of the primary building blocks of our nation. We at IndiGo,
believe that our world needs educated citizens who lead their lives with a high level
of responsibility and integrity.

To reach out effectively, our outreach initiatives are centred around - Access to
Education and Nurturing Excellence. Our initiatives aim to educate and empower
underprivileged children across the country and are mainly concentrated in the
rural parts of India, along with few urban interventions catering to the education of
children from the slum.

A. School Adoption Program and IndiGo Get Smart Bus: -

The IndiGo School Adoption Program is aimed at holistic development of

government schools, while facilitating academic and physical transformation.
Through this initiative, we have adopted 75 government schools across the states
of Indore (Madhya Pradesh), Dehradun (Uttarakhand), Vadodara (Gujarat),
Dibrugarh (Assam) and Noida/Greater Noida (Uttar Pradesh) and will be impacting
the lives of 24,000 children.
IndiGo Get Smart Mobile Digital Bus

A significant component of our school adoption program is the Get Smart Mobile
Digital Bus, with five buses serving the purpose. Each bus is equipped with 20
computers, NCERT-based learning software, internet dongles, an interactive panel
for video conferencing and digital learning, an LCD screen, solar power panels, a
power generator and, air conditioning.

The bus not only provides knowledge on wheels, but also ensures effective digital
interaction for children on a rotational basis. Our focus also lies in training the
school teachers to ensure better delivery of complex learning concepts via audio-
visuals and interactive e-learning modules on the digital bus.

The School Adoption Program is centred around:

1) Academic Development:

 Providing workbooks to children for a better understanding of subject-wise

concepts.
 Conducting remedial classes called Khel Khel Me Shiksha (KKMS) for
children who need support to acquire required competency.
 Establishing science labs equipped with basic laboratory equipment.
 Creating rich libraries well equipped with books of appropriate grade levels
 Regular meetings and workshops for the headmasters and the teachers to
train them to be like CEOs of their schools.
2) Physical Infrastructure:

 Improving drinking water facility in the schools.

 Installing functional and separate washrooms for girls and boys or
renovating the existing ones in the schools.
 Refurbishing and repainting the schools incorporating the concept of BaLA
(Building as a Learning Aid) painting.
 Providing furniture such as desks, chairs, etc. as per the needs of the
identified school.

3) Digital Learning through the Get Smart digital mobile bus:

 Promoting digital literacy and improving the quality of teaching and learning
in schools.
 Exposing children to technology.

Few glimpses of this initiative: -

 B. Educating Children from Urban Slums: -

A large number of migrant workers come to the metropolitan cities of India in

search of employment and land up jobs mostly in the unorganised sectors. With
this Indigo Reach initiative, we aim to reach out to the children of such migrants
who come to Gurugram.

This initiative focusses on the education and nutrition of 200 underprivileged

children between 3-12 years from urban slums of Gurugram through regular
teaching, provisions of teaching and learning materials and mid-day meals.

Our focus lies on:

 Enhancing the learning level of children to the required competency.

 Improving health conditions with regular access to safe, hygienic, and
nutritious food through mid-day meals.
 Ensuring 80% of the children have the required Body Mass Index (BMI).
 Transforming our beneficiaries into educated, confident, responsible, and
self-reliant individuals.

Glimpses of this initiative: -

 C. Middle School Learners in Madhya Pradesh: -

In the rural areas of Madhya Pradesh, the average literacy rate is approximately
64.11% as against the district literacy rate of 80.37% in Bhopal. Moreover, there
is a massive gap between the literacy rates of men and women being approximately
23.35% as against the district rate of approximately 10.55% (Source: Census of
India 2011, Madhya Pradesh Village and Town Directory)

The IndiGo Reach Middle School Learners’ initiative focusses on the village
schools in remote locations of Betul district, Madhya Pradesh which is attended
mostly by children of the local tribes (about 76.5%) (Source: India – State
Education Report – Madhya Pradesh, by Centre for Education innovations)

This initiative entails a comprehensive program for about 6000 students in 35 rural
Government schools of Bhopal (25 schools) and Betul districts (10 schools) of
Madhya Pradesh.

The primary focus of the initiative:

 Ensuring quality education of children ranging in classes 3 to 8.

 Training and capacity building of around 250 teachers.
 Improving reading and writing skills of the students while enhancing their
performance in academic subjects.
 Improving the classroom atmosphere, which in turn would increase the
attendance of students who are at a risk of dropping out.
 Building social awareness on gender and health issues along with
environmental sensitivity among students of classes 9 and 10.
 Providing career counselling and guidance to the students.
 Creating collaborative and constructive community engagement resulting
in better parent-teacher relationship.
Multiple events such as summer camps, holiday camps, and other initiatives
promoting the involvement of the community in the school are also organised as a
part of this initiative. This initiative will benefit not only the village but also the
society at large, leading to active engagement of about 700 parents and community
representatives.

Few glimpses of this initiative: -

 D. Collaboration with SOS Children’s Village: -

IndiGo is supporting 4 homes at SOS Children’s Villages across the areas of

Faridabad, Vishakhapatnam, Hyderabad and Guwahati. The key focus area of this
initiative is to provide a secure home which meets the nutritional, developmental
and educational needs of the beneficiaries and enable them to live a dignified life
with financial independence.

Few glimpses of this initiative: -

 E. Helping Children with Special Needs: -

Inclusion is one of the guiding principles at IndiGo, and we also extend the same
to our CSR initiatives. This Indigo Reach initiative for special children in New
Delhi strives to extend comprehensive and professional support to the children with
special needs to help develop their latent talent.

The beneficiaries of this initiative are 50 autistic children between the age group
of 3-12 years. Autism is marked by two kinds of behaviours. One is difficulties in
social interaction and second is restricted or repetitive actions.

The primary focus of this initiative:

 Enhancing the learning abilities of the children by focussing on their health,

education, and skill development.
 Assisting in hearing and speech development.
 Assessing the beneficiaries on the basis of their aptitude and interest to
provide them career guidance.
 Providing counselling to parents and other family members so that they
become aware of their child’s illness.
 Ensuring the holistic development of the children through various activities.
 Providing safe transportation to the school and back.
 Creating personalised learning plans to develop their personalities.
Few glimpses of this initiative: -
 F. Empowering underprivileged children with quality education: -

We at IndiGo strongly believe that every child is a star in the making and all they
need is an opportunity to prove themselves.

Under this initiative, IndiGo has partnered with KK Academy in Lucknow to

extend its support to 65 underprivileged children between 3 to 12 years under the
Right to Education (RTE) Act.

The key objectives of the project are:

 Providing education and counselling to the beneficiaries enabling them to

recognise their skills.
 Provision of nutritious mid-day meals to the children.
 Holding after-school classes for the children to assist them further in their
academics.

Few glimpses of this initiative: -

 G. Middle School Learners in Udaipur: -

Learning Their Way to a Bright Future

Owing to this belief, IndiGo Reach, under the Middle School Learners’
programme, has partnered with Vidya Bhawan Society for an intensive education
initiative. The programme aims at enabling middle school children with the
required academic development and conceptual clarity while improving the
relationship between the students, teachers, and the parents.

The Middle School Learners’ initiative in Udaipur benefitted over 5000 students
of Class 6 to 10 along with 250 teachers from 25 rural schools across Badgaon and
Kurabad districts of Udaipur. As a part of this initiative, the students were
facilitated with workbooks, summer and winter camps along with various other
activities such as teacher workshops, Diwali classes and community programmes.

The key focus area of the programme includes:

 Enhancing the capabilities of the children to help them build their career
perspectives.
 Improving the relationship within the communities.
 Encouraging peer group interactions and developing respect for diversity in
the classrooms.
 Ensuring better command over language by emphasising on reading
comprehension in Hindi and English among students.
 Creating a positive impact on the school’s ecosystem, while ensuring better
understanding of the concepts with the teachers, so that they can deliver it to
the students in an efficient way.
Few glimpses of this initiative: -

2. Women Empowerment (IndiGo Shakti): -

Gender is one of the focus areas at IndiGo, and we strive to extend the same to our
Indigo Reach initiatives as well. IndiGo Shakti aims at increasing the income
generation opportunities for women through on- farm and off-farm interventions.
As a part of these interventions, rural women are trained on capacities to undertake
different interventions for increasing their income.

The women are organised into SHGs (Self Help Groups) and Producer Groups for
capacity building. The programs are also aimed at creating micro-entrepreneurs
while improving the income of the beneficiaries and linking them to the
Government schemes, thereby enabling them to avail their entitlements.
 A. Breaking the ‘Grass Ceiling’: -

This Project is built on a comprehensive approach with a focus on capacity

building, development through on-farm & off-farm activities, collection,
processing and marketing of the farm produce. Another aspect of this program is
linking the women to financial institutions and the markets.

These women are encouraged to form individual enterprises or collective

enterprises to start a small business and they are connected to the markets for
selling their products at a competitive price. This project aims to impact and
empower 20,000 rural women through various initiatives.

Our current focus is on the socio-economic empowerment of women in 100 select

villages of Pune, Ahmednagar, Nashik, and Thane districts of Maharashtra through
sustainable agriculture and entrepreneurship development opportunities for
families of the small, marginal and landless farmers headed by women.

This initiative strives to:

 Contribute towards the development of resilient agricultural produce while

uplifting poor households.
 Encourage organic and low input farming while involving the beneficiaries
in quality enhancement, processing, and marketing.
 Empower beneficiaries through micro-finance and micro-enterprises.
 Introduce good agricultural practices and technology to address the issue of
food security.
 Uplift community institutions and make them financially independent
through interventions such as sustainable agriculture, micro-
entrepreneurship, and market linkages.
 Educate male farmers to encourage their spouses to undertake/expand new
or existing micro-enterprises and allow them to participate in the
project process, liberally.
Few glimpses of this initiative: -

B. Creating Women Entrepreneurs: -

This initiative is a is a 24-month-long holistic livelihood program targeted at the

extremely poor women in the rural districts of Raipur (Chhattisgarh), Udaipur
(Rajasthan) and Gautam Buddha Nagar (Uttar Pradesh).

The initiative is aimed at addressing the needs of sustainable self-employment,

inclusion, and improving the standard of living through the following methods:

 Confidence Building Training: This one-day training for women eyes at

enhancing their confidence levels and motivating them to run an enterprise
for a better future.
 Enterprise Development Training: A three-day enterprise, farm, and non-
farm wise classroom training in batches of 15 to 25 beneficiaries is held for
the beneficiaries.
  Asset Transfer for Self-Employment: Assets are provided to the
beneficiaries depending on the type of enterprise.
 Consumption Support: Participants receive a temporary subsistence
allowance so as to encourage them not to sell their assets before it begins to
generate income.
 Village Committee Formation: To achieve the goal of the Project, a
committee called the Ati Daridra Sahayak Committee (ADSC) comprising
local leaders, and others have been constituted to help connect the
beneficiaries to government schemes such as National Rural Employment
Guarantee Act (NREGA), Pradhan Mantri Gramin Awaas Yojana,
previously Indira Awaas Yojana, Social Security Scheme, etc.
 Weekly Coaching and Mentoring Sessions: Beneficiaries receive weekly
coaching on topics such as asset maintenance, building of micro enterprises,
nutrition, early marriage, and family planning.
 Access to Saving Services: Group meetings are conducted to discuss the
importance of saving money at banks or post offices. The beneficiaries are
also given assistance in opening bank accounts.

In short, the Project adopts a solution-based approach with close on-site support,
doorstep enterprise development support, handholding assistance for literacy,
financial education, enterprise management, and linkage facilitation to government
schemes and benefits. Through this initiative, we reach out to 3000 women living
in extreme poverty in the said regions.
Few glimpses of this initiative :-

C. Impacting Tribal communities in Assam-Meghalaya border

This initiative focusses on creating livelihood opportunities for rural women by

promoting the cultivation of indigenous spices such as turmeric, ginger, black
pepper and king chilli in 24 villages of Kamrup and Ri Bhoi districts on the Assam-
Meghalaya border.

The process includes building on local knowledge, adapting & introducing

efficient technology and creating linkages with the market. The Project aims at
closely connecting the beneficiaries and the market. The model is to reduce the
cost of production and increase the profit margins of the targeted.

The primary focus of the initiative:

 Institution building in villages to ensure a sense of belonging and

responsibility among the beneficiaries.
 Creating livelihood opportunities while conserving the ecology.
 Marketing of products by ensuring beneficiaries get the maximum benefit
and a fair price for their produce.
Components of the Project:

 Creating awareness: A process to mobilise the community and build their

confidence by sensitising the general public about the cause. This will help
create a sense of responsibility and eagerness to contribute.
 Improved PoP (Package of Practice): Dissemination of latest technology
to the beneficiaries through training programs and demonstrations on crop
varieties, pest control.
 Grooming of Community Resource Persons (CRP): Improving the skills
of local leaders (CRPs) by conducting capacity building training programs
and organising exposure visits from time to time. This helps in confidence-
building and making these women aware of the world beyond their rural
horizons.
 Training and Capacity Building: Focus on overall sustainable
development for the beneficiaries to generate consciousness towards
environmental responsibilities.
 Institution Building: Mobilise farmers into forming 150 farmer producer
groups to promote collective farming and better adoption of technology.
 Provision of inputs to the Farmers: Providing improved seeds/planting
material, farmyard manure, vermicompost, etc. to the beneficiaries. This
would enhance the crop quality and would give farmers a better price for the
produce. Make the beneficiaries aware of the governmental schemes and
how they can be implemented in their benefit.
 Marketing and Promotion: Preparation of a systematic action plan, for
creating strong marketing linkages so that the beneficiaries can get the
maximum benefit from their produce.
 Review and Monitoring: Regular review and to ensure beneficiaries
sustain the benefits in the long run and inculcate in them a sense of
empowerment. Through this program, we impact over 1500 women farmers.
Few glimpses of this initiative: -

D. Upskilling Women to save Environment

Women and environment are the two important pillars for the healthy existence of
a society. Owing to the same belief, under the IndiGo Shakti initiative, we have
partnered with Seven Sisters Development Assistance (SeSTA) to reach out to
3000 women selected from the poorest blocks of Jirania and Mandai of West
Tripura district with a high concentration of SC, ST and OBC families.

Through this initiative, we aim to make these women understand and educate them
on the optimum utilisation of limited resources such as land, water, and forest to
ensure sustainable agricultural productivity.
The key objectives of the project are:

1. Focusing on the capacity and skill building of the selected 3000 women.
2. Institutional development of these women farmers to get them involved in
decision making. This involves dividing the beneficiaries into Self-help
Groups (SHGs) and Producer Groups.
3. Building their capacity through training programmes and workshops at
regular intervals.
4. Undertaking the Integrated Natural Resource Management (INRM) across
16 villages where a holistic village developmental plan is made and
implemented for the development of land, water and forest resources.
5. Promoting sustainable livelihood models around agriculture, horticulture
and livestock for income enhancement of the participating family by an
estimated Rs. 50,000 per annum.

Few glimpses of this initiative: -

3. Environment: -

We are deeply concerned about the effects that the aviation sector has on the
environment, and climate change and our IndiGo Reach initiatives for the
environment are committed towards reducing our carbon footprint.

A. The Upcycling Project: -

Retired upholstery from aircraft interiors generally ends up in landfills. As an effort

to reduce the amount of waste we send to landfills, our upcycling initiative aims at
transforming discarded seat covers, old carpets and employee uniform to
innovative products such as bags, pouches, folders or items that can be sold in the
local market.

The uniforms are picked up from the collection boxes placed at our airports and
offices.

With this initiative, we are not only helping the environment but also creating
sustainable livelihood opportunities for our communities by empowering rural
women. The initiative engages Self Help Groups (SHG) of local women artisans
and Community Based Organisations (CBO) that work at a local level to market
these products.

The upcycling project targets 2600 artisans directly as well as 10,000 street vendors
who buy and showcase the end products across regions of Delhi and Patna.
Few glimpses of this initiative: -

B. The Bundh Project: -

Before urbanisation, Gurugram was formerly home to several Bundhs, a traditional

flood control, and groundwater recharging structure. As Gurugram evolved to
become the millennium city, several areas were engulfed and turned into
inaccessible stretches of garbage dumps; Chakkarpur - Wazirabad bundh is one
such area.

IndiGoReach, under the Bundh Project has worked towards the transformation of
a 2.7 km stretch of the Chakkarpur - Wazirabad bundh, where illegal sewage
dumping was rampant.

The bundh now stands as a ‘Green Lung’ for Gurugram and is a safe and accessible
place for commuters, cyclists and joggers alike
Some key points of the Bundh project include:

 Plantation of native Aravalli trees.

 Construction of separate tracks for walking, jogging and the differently-
abled including a tactile path for visually impaired pedestrians and separate
gates for cyclists and wheelchair users.
 Use of perforated pipes and mud as a foundation to replenish the
groundwater level.
 Improving the drainage system.
 Creation of water channels to enhance the natural flow of water.
 Rainwater harvesting and recharge of groundwater.
 Installation of solar lamps and dustbins.

Our responsibility does not end here we also regularly clean and maintain this
stretch. We strive to do our bit for a greener city and promote recreational activities
in a safe surrounding.

Few glimpses of this initiative:-

 C. Eco-restoration of Sikanderpur Pond: -

As part of our initiatives for the environment, IndiGoReach, has undertaken the
eco-restoration and conservation of a watershed area and water body at
Sikanderpur, Gurugram.

At present, the Sikanderpur Pond is covered with water hyacinths and has become
a dumping spot for sewage, garbage and for illegal encroachment by migrants.

The initiative will initially focus on cleaning of the waterbody while ensuring
environmental stability of the area. This will also enhance the quality of life of
people using and living around it, as well as the transit population that uses the area
to cut across or use the metro.

Few glimpses of this initiative :-

4. Heritage: -

Our country has some of the most extraordinary ancient monuments of cultural and
historical significance. These monuments are a reminiscence of the golden
historical era and symbol of our cultural expression. Preserving our art and culture
is another key focus area of Indigo Reach. Our initiatives are dedicated towards the
conservation of our heritage structures in different parts of the country.

A. Restoration of Lal Bag Palace, Indore: -

We have signed an MoU with WMF the Govt. of Madhya Pradesh to restore the
Lal Bagh Palace, Indore, Madhya Pradesh to its past glory.

The scope of work of our initiative lies in the restoration of the interiors of the Lal
Bagh Palace whereas for the Government of Madhya Pradesh, lies in its exterior
restoration. Lal Bagh Palace, Indore is Madhya Pradesh’s most iconic 19th-century
building and is considered as an important historical site from the neo-classical era.

The project entails the restoration and conservation of the palace built by the
Holkar dynasty, among the most powerful Maratha rulers of India. The architecture
reflects the contemporary vogue among Indian royalty, of European influenced
architecture and is in the Italian Renaissance Revival Style.
The key focus of our initiative include:

 Structural stabilisation including repair, strengthening, risk mitigation,

security provisions, addressing water dampening, restoration of doors,
windows, and other ancillary historical structures in the estate.
 Creating a gallery and visitor information area.
 Exterior and interior illumination.
 Upgradation of electrical, plumbing, and drainage systems of the building
in order to ensure architectural and functional safety.
 Restoration and upgrade of the interiors to preserve the palace as a National
Heritage.

Few glimpses of this initiative :-

 B. Preservation of Rahim Khan’s Tomb, Delhi:-

India is a country with rich legacy and the ancient structures are reminiscent of
its glorious past. It is our responsibility to preserve our heritage for the future by
keeping them in their best form.

Thus, in order to preserve our national heritage, sites of historical importance and
works of art, IndiGo has partnered with the Aga Khan Foundation.

Few years back, IndiGo looked into the restoration of the Mausoleum of Abdur
Rahim Khan-i-Khana in Nizamuddin, New Delhi. At present, the prime objective
is the maintenance of this historical site for the visitors, while increasing the
aesthetic splendour of the Monument and its surrounding areas.

Mausoleum of Abdur Rahim Khan-i-Khana is dedicated to Rahim who is counted

among India’s foremost poets. Apart from writing various couplets (Dohas), Rahim
translated Babur’s memoirs - Baburnama from Chagatai to Persian language. This
mausoleum was built by him for his wife in 1598, and his body was placed in it in
1627.

The key components of the project:

 The project focusses on maintenance within the monument premises. This

covers the pathways, parking, gardens, illumination, and installation of Wi-
Fi system.
 For establishing a better security provision, CCTV cameras will be installed.
Few glimpses of this initiative: -
CHAPTER II: - Review of Literature
Prieto-Caron, M.; Lund-Thomsen, P.; Chan, A.; Muro, A. and Bhusan, C.
(2006). The article presents a critical view and highlights the major differences in
CSR agenda and orientation which exist between the western and the developed
nations and the focus and emphasis of CSR in developing nations to address the
development needs and make CSR more ‘people-centric’ than being just driven as
a ‘business case’. The diverse experience gained through empirical study of the
researchers was used to understand and address the idea of CSR critically in the
developing nations – Central America, Pakistan, China, Vietnam, Argentina and
India. The business oriented attitude of corporations towards CSR is lop-sided and
further research is needed to address the appropriate development needs of the
developing world through CSR. The authors suggest a need for more development
of methodologies which can present the impact of CSR in a quantifiable manner
with a research focus on the following four areas – a) the relationship between
business and poverty reduction; b) the impact of CSR initiatives; c) governance
dimensions of CSR; and d) power and participation in CSR.
The paper concludes to suggest that while attempting at analysing CSR focus
should be paid at who the stakeholders are and the degree of impact CSR initiatives
have on them. Localization of CSR initiatives specially to address the needs to the
area is most imperative and important.
Albareda, Laura; Lozano, Joseph M.; Tencati, Antonio; Midttun, Atle;
Perrini, Francesco. (2008) In their article, the writers have tried to bring out the
role of the government in promoting business to adopt CSR as a part of its values
and strategies. The governmental agencies draft an appropriate vision, value and
strategies infused through new strategies and the association of various
stakeholders along with governments over the last decade has led to the
governmental agencies reflecting a pro-active approach and assuming the role of a
key driver of CSR. Further, there have been inter-governmental organizations
which have led to drafting favourable public policies which would further
encourage a keener sense of CSR.
CHAPTER III: -

RESEARCH METHODOLGY
Data is collected through secondary source which include Newspaper articles, E-
journals, website and research paper. This data is collected and then related to the
objective of the study. The study has used constant analysis by refereeing to
different web site, newspaper and Journal.

OBJECTIVES: -

1. To know the CSR activities of Indigo Airline

2. To analyse the CSR activities of Indigo Airline during the COVID – 19
Pandemic.
CHAPTER IV: - Analysis

1. Indigo to Operate 'Free of Cost' Relief Flights to Help

Government Fight COVID-19:-

“In an endeavour to support Government of India, IndiGo, India’s largest airline,

today has offered its resources, aircraft and crew to assist the nation in the
worldwide battle against coronavirus.”

The airline has expressed support to contribute in the ferry supply of medicine,
equipment, and relief samples from one part of the country to another.

30 emergency relief flights at its own cost to carry essential items such as medical
equipment across the country.

However, cargo flights, offshore helicopter operations, medical evacuation flights

and special flights permitted by Indian aviation regulator DGCA are allowed to
operate during this lock down

The airline has also been allowed by the government to carry cargo in their planes
to ferry food, medicine and medical equipment.in the country's battle against the
pandemic. These flights are being operated by the company at its own cost, the
airline said.

According to Ronojoy Dutta, Chief Executive Officer, IndiGo: "We know how
critical it is for health workers in every corner of the country to get immediate
access to medical supplies, and we are grateful to be allowed to play a role,
however modest, in this supply chain."

"The employees of IndiGo would also like to salute our colleagues at Air India for
the heroic work they have been doing in evacuating Indians and other nationals
stranded in foreign countries."
OBSERVATIONS: -

 Indigo Airline have arranged 30 emergency relief flights at its own cost to
carry essential items such as medical equipment across the country.
 In support of the government measures to eradicate COVID-19, all our
flights are suspended until 3rd May, 2020.
 The flights which are cancelled will get the Credit shell and no change fee if
the customer wish to reschedule the trip up till 30.09.2020.
 Visa free travel facility granted to OCI card holders shall be kept in abeyance
till April 15, 2020.
 Indigo to announce pay cut off of all employees amid COVID 19 (25% pay
of CEO, 20 % pay of SVP and 15% of cockpit crew).
 Indigo has taken care of all incoming travellers, including Indian nationals
arriving from any destination and having visited China, Italy, Iran, Republic
of Korea, France, Spain and Germany on or after February 15, 2020 shall be
quarantined for a minimum period of 14 days.
 ILP will not be issued to foreign nationals in Sikkim & Mizoram.
 Indigo are more focusing education of rural areas children.
 They have adopted 75 government school in India
 They have arranged some encouragement programs for women to take some
initiate to become self-dependent or take up an entrepreneurship.
 Indigo airline also cares about environment so they have arranged some
environmental activates.
CONCULSION: -

 The research has been able to establish that there is corporate involvement
though corporate social responsibility
 It is also recommended that there should be more involvement on the part of
the government in ensuring that corporate organisations are encouraged to
donate and participate in such pandemic or any of the disasters.
 Credibility and accountability been the watch word, efforts should be made
to make sure that they system put in place is fair and transparent.
BIBLIOGRAPHY: -

https://www.goindigo.in/csr.html

https://economictimes.indiatimes.com/industry/transportation/airlines-/-
aviation/covid-19-authorised-to-operate-30-flights-to-transport-essential-
items-within-india-says-indigo/articleshow/75030162.cms?from=mdr

https://www.goindigo.in/information/corona-virus-travel-restrictions.html

https://www.google.com/search?q=indigo&rlz=1C1CHBD_enIN839IN839
&oq=indigo&aqs=chrome..69i57j69i59j0l3j69i60l3.5320j0j7&sourceid=c
hrome&ie=UTF-8

https://en.wikipedia.org/wiki/IndiGo

https://www.outlookindia.com/website/story/business-news-coronavirus-
airline-industry-at-stake-says-indigo-annoucnes-pay-cut-to-
employees/349058